Participative Management

Participative (or participatory) management, otherwise known as employee involvement or participative decision making, encourages the involvement of stakeholders at all levels of an organization in the analysis of problems, development of strategies, and implementation of solutions. Employees are invited to share in the decision-making process of the firm by participating in activities such as setting goals, determining work schedules, and making suggestions. Other forms of participative management include increasing the responsibility of employees (job enrichment); forming self-managed teams, quality circles, or quality-of-work-life committees; and soliciting survey feedback. Participative management, however, involves more than allowing employees to take part in making decisions. It also involves management treating the ideas and suggestions of employees with consideration and respect. The most extensive form of participative management is direct employee ownership of a company.

The concept of participative management is applied by the managers who understand the importance to human intellect and seek a strong relationship with their employees. They understand that the employees are the facilitators who deal directly with the customers and satisfy their needs. To beat the competition in market and to stay ahead of the competition, this form of management has been adopted by many organizations. They welcome the innovative ideas, concepts and thoughts from the employees and involve them in decision making process.

The idea behind employee involvement at every stage of decision making is absolutely straight. Open and honest communication always produces good results both for organization as well as workers. Freedom and transparency in company’s operations take it to the next level and strengthens the basis of the organization. On the other hand, there are several companies that straightway rule out the possibility of participative decision making process. According to them, employees misuse their freedom of expression and participation in decision making as it provides higher status to employees and empowers them.

Definition of participative management

It is very difficult to define 'Participative Management', because concentrators differ in their views depending on the socio-economic goals of the countries they belong to. However it is generally agreed that the influence of Participative Management is quite significant indeed. Allport (1945) refers to, "Participation in decision-making as active (ego) involvement"'. Schultz (1951) regards, "It as a feeling of obligation to work for the best interests of a group"2. Viteies (1953) holds that, "employee participation in decision-making in a democratic atmosphere created by 'permissive' leadership, facilitates the development of 'internalized' motivation, and saves to raise the levels of the employee production and morale"

According to Davls (1957), "Participation may be defined as the mental and emotional involvement of a person in a group situation which encourages him to contribute to group goals and share responsibilities in them.

Tarmenbun (1966) defines participation as the "formal Involvement of members in the exercise of control, usually through decision-making in group meetings.

Lamners (1967) pointed out, "participation in decision-making may be defined as the totality of such forms of upward exertion of power by subordinates in organizations as are perceived in this sense can be of two varieties i .e., direct or indirect.

Sawtell (1968) has described the concept as, "any or all of the process by which employees rather than managers contribute positively towards the reaching of managerial decisions which affect their work.

The International Institute for Labor Studies (1971) describes participation as, "process whereby workers have a share in the reaching of managerial decisions in the enterprise"' .

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The concept is applied by the managers who understand the importance to human intellect and seek a strong relationship with their employees. They understand that the employees are the facilitators who deal directly with the customers and satisfy their needs.
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Division of Management, Marketing, and MIS
Marshall University
Course Title and Number: MGT 672-201 Organizational Behavior (Graduate)
Semester and Year: Fall 2014
Meeting Times: 6:30 – 9:0 PM Thursday
Required Texts : Organizational Behavior (Robbins & Judge )(ISBN13: 978-0132834872 or ISBN10: 0132834871
Instructor : Ivan Muslin
Office : Corbly Hall 427
Telephone : Ext. 65292
Email : muslin@marshall.edu
Office Hours : T/TH 10:00-11:00; T/TH 12:30-2:00; by appointment
Web Sites: http://MUOnline.marshall.edu
This syllabus is subject to change.
“If you do not ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems.” – Edward Hodnett
Course Description: Behavioral science fundamentals and management applications that emphasize organizational behavior. This class is about the behavior of individuals, groups, and organizations, and about the interactions between them. This is a vital area of study because a manager’s principal responsibility is to make decisions regarding organizational objectives, and to lead and influence the behavior of others in order to see that the decisions are...

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Leadership Defined
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Definition of Leadership
Establishing a single definition of leadership has its challenges:
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* Views on what effective leadership is have evolved over time e.g. from issuing orders to inspiring and empowering
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2. Productivity is increased, positively affecting the bottom line.
3. Employee confidence is built, keeping and developing key performers, enabling team development and contributing to better team/organisation morale.
4. Employees are kept current on new job-related information, thereby contributing significantly to better customer service.
5. Employees are updated on new and enhanced skills, with a view to aligning them to business goals and objectives.
6. After a downsizing, remaining workers are given the technical and management skills to handle increased workloads.
7. Companies with business problems are given a fresh or unbiased professional opinion or exploration, evaluation, or critique.
8. Job satisfaction, employee motivation and morale are increased, reducing employee turnover.
* Processes increase in efficiency, resulting in financial gain. New skills and knowledge can be acquired.
* Existing skills and knowledge can be enhanced or updated, enabling people to further improve proven strengths.
* Weaknesses can be addressed or mechanisms put in place to compensate.
* Improvements in confidence, capability and competence.
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And if I would be a manager, I should be an effective manager having also the qualities of a leader who knows how to influence his people such as what Dessler (2001) says, “Managers should have analytical competence (the ability to identify, analyze, and solve problems), interpersonal competence (the ability to influence, supervise, and lead), and emotional competence (the capacity to be stimulated by emotional and interpersonal crises).” Not only having this kind of qualities but must have the desire to serve and passion to lead with self-confidence, honesty, and integrity. A step by step process will be made in order to achieve the objective of effecting positive change in an organization.
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The implication of management theory to this day’s administrative function is to improve quality of productivity, better working environment and decrease loss. The means may vary from era to another era but at the long run its goal is similar.
Classical Era
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• Selecting, training, and developing workers instead of allowing them to choose their own tasks and train themselves
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